DAVV MBA 1 SEMESTER BUSINESS
LEGISLATION DEC 2015 QUESTION PAPERS

Note : There are two-sections in this paper, Section, A
and Section B. Answer any four questions from Section A each question
carries 15 marks. Section B is compulsory and carries 20 marks

Section A

1. Define Learning. Describe various theories of
Learning with their relevance in the organisation.

2. Explain Abraham Maslow's Hierarchy of Needs
Theory of Motivation. How this theory is helpful in motivating employees
?

3. Define and classify Groups. Explain the stages
of group development.

4. How is organisational culture analysed,
managed and changed in an organisation ?

5. What are the causes of stress at work- place ?
How can these causes be removed ?

6. Write short notes on : (any two)

(a) Cross Cultural Issues in OB

(b) Conflict Management

(c) Managerial Grid Theory

(d) Emotional Intelligence and Leadership
Effectiveness. (Section B

7. Read the given case and answer questions given
at the end :

Inderjeet, about 40, is the Chief
Executive of e, manufacturing company that belongs to a large group. He
has fine ideas on how best to manage people. In general terms, he
believes that People respond best when the pressure is on them.

Inderjeet has tremendous energy. He
comes to work at 7.00 O'clock and stays late each evening. He works very
hard and expects others to do the same. He is a stickler for details and
often sends his managers running back from meetings to collect more
facts. Face-to-face meetings with him are something like inquisitions.
He has a very aggressive questioning style and feels irritated when he
notices mistakes. He is proud that he can move heaven and earth to "fix"
problems. Since he is good both in technical and financial matters, he
tends to intervene as soon as he suspects a deficiency. He almost
"pounces" to sort it out himself.

Whenever there is a problem to be solved, Inderjeet likes
to call all those involved together in one room, irrespective of ranker
reporting relationships andforces the facts out on to the table. In
order to bring out the truth, he adopts a very challenging style (such
as, "I don't believe to you ....", "You are lying...."). Such remarks
are made out in public, often to senior managers in the presence of
their subordinates. What is more, Inderjeet will even keep the group at
it all night, if necessary , keeping aside other commitments.
Eventually, he succeeds in solving the problems and also gets advance
warming about other likely problems.

Raghunath, the HR manager, is one who reports to the
Inderjeet and particularly resents his treatment. He finds it degrading
for a man in his position and also feels that, as HR manager, he must do
something to change Inderjeet's style. Raghunath Is seriously concerned
about the effect of Inderjeet's behaviour.

He notices that his colleagues are showing signs of
stress; they are putting in enormously long hours. They have become more
competitive towards each other and less co-operative. Their
preoccupation with Inderjeet has reached absurd proportion. They spend
lots of unproductive time talking about Inderjeet in his absence and
trying to anticipate "his next move."

Another alarming effect of Inderjeet's behaviour is that
senior managers spend long hours, getting tlie details right, so that
Inderjeet's probing will not catch them out. Managers who were
previously willing to delegate, are now less inclined to do so. They
feel the only right way is to do things themselves. The managers thus
spend all their time on day-to-day issues and are not inclined to do any
forward planning. Furthermore, Raghunath notices that the managers are
less willing to accept mistakes than before. They try more to contain
the problems, conceal them from Inderjeet to escape his wrath.

Ironically, Inderjeet has complained to Raghunath that
too many managers are "fire fighting" instead of doing what they are
paid to do, that is "to think". He told Raghunath that he could not
understand "why people don't realise that conflict management is nothing
but stimulating alternative courses of action ? What I really want is
for them to go back, think again and tell me about it."

Questions :

1. What are the symptoms of conflict in the above case ?

2. Assuming you are Raghunath, how would you analyse and
explain Indeijeet's leadership style?

3. What is your analysis of Inderjeet's style of problem
solving ?

4. What options do you now have to remedy the situation ?
Which option would you choose ? Why ?